Chapter 16

Organizational Behavior, 15e (Robbins/Judge)
Chapter 16 Organizational Culture
1) Manuel is a manager for a manufacturing company in which managers are expected to fully document
all decisions, and it is important to provide detailed data to support any recommendations. Also, out-of-
the-box thinking is dissuaded. Which characteristic of organizational culture describes this aspect of
Manuel's job?
A) low team orientation
B) high aggressiveness
C) low risk taking
D) low outcome orientation
E) high people orientation
Answer: C
Explanation: C) Innovation and risk taking describes the degree to which employees are encouraged to
be innovative and take risks. Manuel's company wants full research and documentation and seems
reluctant to take risks and is a low risk-taking culture.
Page Ref: 512
LO: 1
AACSB: Analytic Skills
Difficulty: Hard
Quest. Category: Application
Learning Outcome: Describe best practices for creating and sustaining organizational cultures
2) Danny's boss is apathetic to whether Danny works at home, at the office, or from his beach house. All
he cares about is that the project is completed on time, on budget, and with exemplary quality. Which
characteristic of organizational culture describes this aspect of Danny's job?
A) low risk taking
B) high outcome orientation
C) high attention to detail
D) low aggressiveness
E) high stability
Answer: B
Explanation: B) Outcome orientation is the organizational culture characteristic that describes the
degree to which management focuses on results or outcomes rather than on the techniques and processes
used to achieve them. Danny's boss has a high focus on outcome.
Page Ref: 513
LO: 1
Difficulty: Hard
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3) Which of the following characteristics of an organization's culture indicates the degree to which
management decisions take into consideration the effect of outcomes on employees within the
organization?
A) attention to detail
B) outcome orientation
C) team orientation
D) people orientation
E) stability
Answer: D
Explanation: D) People orientation indicates the degree to which management decisions take into
consideration the effect of outcomes on people within the organization.
Page Ref: 513
LO: 1
Difficulty: Easy
Quest. Category: Concept
4) "Stability" is one of the seven primary characteristics that captures the essence of an organization's
culture. It indicates the degree to which ________.
A) employees are encouraged to be innovative and take risks
B) management focuses on results or outcomes rather than on the techniques and processes used to
achieve them
C) management decisions take into consideration the effect of outcomes on people within the
organization
D) work activities are organized around teams rather than individuals
E) organizational activities emphasize maintaining the status quo in contrast to growth
Answer: E
Explanation: E) Stability indicates the degree to which organizational activities emphasize maintaining
the status quo in contrast to growth.
Page Ref: 513
LO: 1
Difficulty: Moderate
5) The key characteristic of organizational culture that addresses the degree to which people are
competitive rather than easygoing is termed ________.
A) assertiveness
B) team orientation
C) aversiveness
D) risk taking
E) aggressiveness
Answer: E
Explanation: E) Aggressiveness describes the degree to which people are aggressive and competitive
rather than easygoing.
Page Ref: 513
LO: 1
Difficulty: Easy
2
6) Which of the following statements best describes the difference between organizational culture and
job satisfaction?
A) Job satisfaction depends upon the level of "power distance" in the country but organizational culture
does not.
B) Organizational culture is static, whereas job satisfaction is dynamic.
C) Job satisfaction is immeasurable, whereas organizational culture is measurable.
D) Organizational culture is descriptive, whereas job satisfaction is evaluative.
E) Job satisfaction depends on the structure of the organization but organizational culture does not.
Answer: D
Explanation: D) The concept of organizational culture is concerned with how employees perceive the
characteristics of an organization's culture, not whether they like them, and is therefore a descriptive
term. On the other hand, the concept of job satisfaction seeks to measure how employees feel about the
organization's expectations, reward practices and therefore is an evaluative term.
Page Ref: 514
LO: 1
7) Porco Rosso, an aircraft manufacturer with a strong presence in the United States, is looking to
expand its market overseas. The firm currently sells its aircraft to several airlines in the United
Kingdom, but now wants to establish manufacturing units there as well in order to acquire a bigger share
in the European market. Hence, it plans to merge with QueenAir, a British aircraft manufacturer. Which
of the following, if true, would weaken the company's decision to merge with QueenAir?
A) Merging with QueenAir would increase its profits considerably.
B) There is increasing economic uncertainty in its U.S. market.
C) The preferences of airline customers in Europe and the U.S. are similar.
D) There is a striking difference in the organizational cultures of the two firms.
E) A competitor in the U.S. market recently went out of business.
Answer: D
Explanation: D) As merging with QueenAir would increase the firm's profits, it strengthens the firm's
decision. So does the economic uncertainty in the U.S. market and the customers' preferences. The fact
that a competitor in the U.S. market recently went out of business, is irrelevant. As the two merging
firms have different organizational cultures, it may lead to various problems in the future. Hence, it
weakens the firm's decision.
Page Ref: 514
LO: 1
AACSB: Reflective Thinking
Difficulty: Hard
Quest. Category: Critical Thinking
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8) Which of the following statements is true regarding an organization's culture?
A) Organizational culture is evaluative rather than descriptive.
B) Large organizations rarely have subcultures.
C) A dominant culture expresses the core values shared by a majority of the organization's members.
D) A strong culture reduces employee satisfaction and increases employee turnover.
E) Subcultures and dominant cultures do not share any common values.
Answer: C
Explanation: C) Organizational culture is descriptive. Most large organizations have a dominant culture
and numerous subcultures. A dominant culture expresses the core values shared by a majority of the
organization's members. A strong culture should reduce employee turnover, because it demonstrates high
agreement about what the organization represents.
Page Ref: 514
LO: 1
9) Cultures that tend to develop in large organizations to reflect common problems or experiences faced
by the members in the same department or location are often called ________.
A) micro-cultures
B) subcultures
C) divisional cultures
D) microcosms
E) countercultures
Answer: B
Explanation: B) Subcultures tend to develop in large organizations to reflect common problems,
situations, or experiences faced by groups of members in the same department or location. The
purchasing department can have a subculture that includes the core values of the dominant culture plus
additional values unique to members of the purchasing department.
Page Ref: 514
LO: 1
Difficulty: Easy
10) Jean works for Fahrenheit Publishing which is a publisher of scientific journals. The company is
dominated by low risk taking and high attention to detail. Jean's department is committed to high team
orientation and provides many team-building activities in which Jean and other department members
work together and socialize. Which of the following statements best describes Jean's department?
A) Jeans department is an example of a primary microcosm.
B) Jean's department's culture is stronger than the dominant culture in the organization.
C) Jean's department has developed a subculture.
D) Jean's department's culture is undefined.
E) Jean's department's culture has low stability.
Answer: C
Explanation: C) Jean's department has developed a subculture that reflects the common situations or
experiences faced by group members in the same department or location. It includes the core values of
the dominant culture plus additional team values unique to members of the department.
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Page Ref: 514
LO: 1
Difficulty: Hard
11) ________ are indicators of a strong organizational culture.

A) High levels of dissension
B) High rates of employee turnover
C) Completely horizontal organizational charts
D) Narrowly defined roles
E) Widely shared values
Answer: E
Explanation: E) In a strong culture, the organization's core values are both intensely held and widely
shared. The more members who accept the core values and the greater their commitment, the stronger
the culture and the greater its influence on member behavior because the high degree of sharedness and
intensity creates an internal climate of high behavioral control.
Page Ref: 514
LO: 1
Difficulty: Easy
12) The primary or dominant values that are accepted throughout the organization are known as
________.
A) foundational traits
B) core values
C) shared values
D) institutional traits
E) unique values
Answer: B
Explanation: B) The dominant culture includes the core values; the primary or dominant values that are
accepted throughout the organization.
Page Ref: 515
LO: 1
Difficulty: Easy
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13) Which of the following is most likely to result from a strong organizational culture?
A) low employee turnover
B) low employee satisfaction
C) low organizational commitment
D) high absenteeism
E) low behavioral control resulting from the climate within the organization
Answer: A
Explanation: A) A strong culture should reduce employee turnover, because it demonstrates high
agreement about what the organization represents. Such unanimity of purpose builds cohesiveness,
loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.
Page Ref: 515
LO: 1
14) A strong culture should reduce employee turnover, because it results in ________.
A) a highly centralized organization
B) narrow spans of control
C) cohesiveness and organizational commitment
D) a highly formalized organization
E) an outcome-oriented organization
Answer: C
Explanation: C) A strong culture should reduce employee turnover, because it demonstrates high
agreement about what the organization represents. Such unanimity of purpose builds cohesiveness,
loyalty, and organizational commitment. These qualities, in turn, lessen employees' propensity to leave.
Page Ref: 515
LO: 1
15) A strong culture can act as a substitute for which of the following?
A) institutionalization
B) formalization
C) socialization
D) centralization
E) social support
Answer: B
Explanation: B) Formalization and culture can be viewed as two different roads to a common
destination.
Page Ref: 515-516
LO: 1
Difficulty: Easy
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16) A culture that expresses the core values that are shared by a majority of the organization's members
is known as a(n) ________ culture.
A) dominant
B) primary
C) fundamental
D) unique
E) essential
Answer: A
Explanation: A) A dominant culture is a culture that expresses the core values that are shared by a
majority of the organization's members.
Page Ref: 514
LO: 1
Difficulty: Easy
Rogue Vogue Corp. is an apparel company. To keep up with the latest changes in the fashion industry,
the company has to come up with innovative designs and follow strict timelines. The culture of the
company values aggressiveness, innovation, and risk taking. The members of the organization accept
these cultural values. They know exactly what is expected of them and these expectations go a long way
in shaping their behavior. In addition to this, the culture of the marketing department is outcome oriented
and the finance department emphasizes attention to detail.
17) The organizational culture of Rogue Vogue Corp. is an example of a(n) ________.
A) autocratic culture
B) subculture
C) highly formalized culture
D) reflective culture
E) dominant culture
Answer: E
Explanation: E) A dominant culture expresses the core values shared by a majority of the organization's
members.
Page Ref: 514
LO: 1
Difficulty: Hard
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18) Aggressiveness, innovation, and risk taking are called the ________ of the culture at the Rogue
Vogue Corp.
A) foundational values
B) institutional traits
C) core values
D) significant traits
E) unique values
Answer: C
Explanation: C) The dominant culture includes the core values, the primary or dominant values that are
accepted throughout the organization. In this example, aggressiveness, innovation, and risk taking are
the core values of the organizational culture.
Page Ref: 514
LO: 1
Difficulty: Hard
19) In addition to the organizational culture, the finance department emphasizes attention to detail. In
this example, attention to detail is a part of the ________ of the organization.
A) core values
B) significant traits
C) dominant culture
D) foundational values
E) subculture
Answer: E
Explanation: E) Subcultures tend to develop in large organizations to reflect common problems,
situations, or experiences faced by groups of members in the same department or location. Subculture
includes the core values of the dominant culture plus additional values unique to members of the
respective department.
Page Ref: 514
LO: 1
Difficulty: Hard
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20) Based on the information in the example, we can say that Rogue Vogue ________.
A) is a highly decentralized organization
B) is a virtual organization
C) has a strong culture
D) is a boundaryless organization
E) is a matrix organization
Answer: C
Explanation: C) Based on the information in the example, we can say that Rogue Vogue has a strong
culture. In a strong culture, the organization's core values are both intensely held and widely shared. The
more members who accept the core values and the greater their commitment, the stronger the culture
and the greater its influence on member behavior. If an organization has a strong culture then the
members of the organization know exactly what is expected of them, and these expectations go a long
way in shaping their behavior.
Page Ref: 514
LO: 1
Difficulty: Hard
21) Which of the following statements is true regarding the functions of culture in an organization?
A) It hinders the generation of commitment to something larger than individual self-interest among
employees.
B) It conveys a sense of identity for organization members.
C) It reduces the stability of the organizational system.
D) It reduces distinctions between one organization and others.
E) It does not affect employees' attitudes and behavior.
Answer: B
Explanation: B) Culture facilitates the generation of commitment to something larger than individual
self-interest. It conveys a sense of identity for organization members. Culture has a boundary-defining
role: it creates distinctions between one organization and others. It is a sense-making and control
mechanism that guides and shapes employees' attitudes and behavior.
Page Ref: 516
LO: 2
22) When formal authority and control systems are reduced, the ________ provided by a strong culture
ensures that everyone is pointed in the same direction.
A) rules and regulations
B) shared meaning
C) rituals
D) socialization
E) rigid hierarchy
Answer: B
Explanation: B) Today's trend toward decentralized organizations makes culture more important than
ever. When formal authority and control systems are reduced, culture's shared meaning points everyone
in the same direction.
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Page Ref: 516
LO: 2
Difficulty: Easy
23) In ________ organizations, the lack of frequent face-to-face contact makes establishing a common
set of norms very difficult.
A) highly formalized
B) boundaryless
C) virtual
D) matrix
E) highly centralized
Answer: C
Explanation: C) In virtual organizations, the lack of frequent face-to-face contact makes establishing a
common set of norms very difficult.
Page Ref: 516
LO: 2
Difficulty: Easy
24) Which of the following statements is true regarding the establishment of the organizational culture
and its effects on the organization?
A) Today's trend toward decentralized organizations makes it is easier to establish a strong culture.
B) In a virtual organization a strong culture can be established quickly and easily.
C) Employees organized in teams always show greater allegiance to the values of the organization as a
whole than to their team and its values.
D) Culture acts as a control mechanism and guides the behavior of employees.
E) Cultures reduce the stability of the social system in an organization.
Answer: D
Explanation: D) Today's trend toward decentralized organization makes establishing a strong culture
more difficult. In virtual organizations, the lack of frequent face-to-face contact makes establishing a
common set of norms very difficult. When formal authority and control systems are reduced, culture's
shared meaning points everyone in the same direction. However, employees organized in teams may
show greater allegiance to their team and its values than to the values of the organization as a whole.
Culture enhances the stability of the social system and acts as a control mechanism that guides and
shapes employees' attitudes and behavior.
Page Ref: 516
LO: 2
Difficulty: Hard
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25) ________ refers to the shared perceptions organizational members have about their organization and
work environment.
A) Organizational climate
B) Institutionalization
C) Microcosm
D) Groupthink
E) Organizational apprehension
Answer: A
Explanation: A) Organizational climate refers to the shared perceptions organizational members have
about their organization and work environment. This aspect of culture is like team spirit at the
organizational level.
Page Ref: 516
LO: 2
Difficulty: Easy
26) Grace works for a pet store where everyone is committed to the happiness of the animals. Often
employees, bosses, and hourly workers alike, come into the store "off the clock" and spend time training
the animals. Everyone loves the store, the animals, and their jobs. This attitude of her co-workers
inspires Grace to do her best. Based on this information, we can say that Grace is experiencing the
effects of ________.
A) decentralization
B) organizational climate
C) high departmentalization
D) low formalization
E) high work specialization
Answer: B
Explanation: B) Organizational climate refers to the shared perceptions organizational members have
about their organization and work environment. This aspect of culture is like team spirit at the
organizational level.
Page Ref: 516
LO: 2
Difficulty: Hard
27) A(n) ________ organization is an organization that takes on a life of its own, apart from its founders
or members and is valued for itself and not for the goods or services it produces.
A) virtual
B) matrix
C) boundaryless
D) institutionalized
E) centralized
Answer: D
Explanation: D) An institutionalized organization is an organization that takes on a life of its own, apart
from its founders or members and is valued for itself and not for the goods or services it produces.
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Page Ref: 517
LO: 2
Difficulty: Easy
28) Culture is most likely to be a liability when ________.

A) the employees of the organization are highly skilled
B) the organization's environment is dynamic
C) the organization's management is highly efficient
D) the organization is highly centralized
E) the organization scores low on the degree of formalization
Answer: B
Explanation: B) Culture is a liability when the shared values are not in agreement with those that further
the organization's effectiveness. This is most likely when an organization's environment is dynamic and
is undergoing rapid change. In this case, its entrenched culture may no longer be appropriate.
Page Ref: 518
LO: 2
29) Rainbow Corp. hires a new secretary, Polonova, who differs from the vast majority of the company's
employees in terms of her ethnicity. The company has a collectivist culture with a culturally diverse
workforce and several policies to support the minorities. Yet after a few weeks, she quits the company.
Which of the following, if true, helps explain why she quit?
A) Rainbow Corp. recently had a huge turnover and plans to expand its market.
B) All secretaries, regardless of their gender, are paid equal salaries at Rainbow Corp.
C) Polonova is gregarious and comfortable in changing contexts and ambiguous situations.
D) Polonova has a strong sense of personal ambition and independence.
E) Polonova is more likely to conform to others' ideas and opinions rather than come up with her own.
Answer: D
Explanation: D) Hiring new employees who differ from the majority in race, age, gender, disability, or
other characteristics creates a paradox: management wants to demonstrate support for the differences
these employees bring to the workplace, but newcomers who wish to fit in must accept the
organization's core cultural values. In this case, Polonova couldn't accept the organization's collectivist
culture due to her individualistic nature and hence quit. All other options are either irrelevant or add to
the seeming paradox. If all secretaries were paid equal salaries, then it offers no grounds for Polonova to
quit.
Page Ref: 518
LO: 2
Difficulty: Hard
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30) The ultimate source of an organization's culture is ________.
A) its top management
B) its environment
C) the country in which the organization operates
D) its founders
E) the sociocultural backgrounds of its employees
Answer: D
Explanation: D) An organization's customs, traditions, and general way of doing things are largely due
to what it has done before and how successful it was in doing it. Because of this, the ultimate source of
an organization's culture tends to be its founders.
Page Ref: 519
LO: 3
Difficulty: Easy
31) The ________ process helps candidates learn about the organization, and if employees perceive a
conflict between their values and those of the organization, they can remove themselves from the
applicant pool.
A) orientation
B) training
C) performance evaluation
D) selection
E) institutionalization
Answer: D
Explanation: D) Selection is a two-way street, allowing employer or applicant to avoid a mismatch and
sustaining an organization's culture by selecting out those who might attack or undermine its core
values.
Page Ref: 520
LO: 3
Difficulty: Easy
32) Stacy's, a chain of discount stores in Washington, employs thousands of people and pays most of
them at the minimum wage rate. Following a federally mandated increase of the minimum wage rate,
Stacy's operating costs increased considerably. Yet, the chain's profits increased markedly. Which of the
following, if true, helps explain this situation?
A) Stacy's plans to expand its market by opening stores in the states of Oregon, Idaho and Nevada.
B) Recently, two new competitors entered the market.
C) Stacy's operating costs, other than wages, increased substantially after the increase in the minimum
wage rate went into effect.
D) Over half of Stacy's operating costs consist of payroll expenditures; yet only a small percentage of
those expenditures go to pay management salaries.
E) Stacy's customer base is made up primarily of people who earn a minimum wage or who depend on
the earnings of others who earn a minimum wage.
Answer: E
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Explanation: E) As Stacy's customer base is made up primarily of people who earn a minimum wage or
who depend on the earnings of others who earn a minimum wage, it clearly shows how the wage
increase might have led to an increase in the retailer's sales. If over half of Stacy's operating costs consist
of payroll expenditures, yet only a small percentage of those expenditures go to pay management
salaries, then this suggests that the wages that rose as a result of the mandated increase constituted a
significant proportion of Stacy's expenditures, which if anything adds to the seeming paradox. The fact
that Stacy's operating costs, other than wages, increased substantially after the increase in the minimum
wage rate went into effect indicates that along with increases in the minimum wage there were increases
in the retailer's operating costs. If two new competitors entered the market, Stacy's should've suffered
losses; instead it made profits. The other options are mere facts with no relevance.
Page Ref: 520
LO: 3
Difficulty: Hard
33) The selection process helps sustain the organization's culture by ________.
A) establishing and enforcing norms
B) hiring candidates who fit well within the organization
C) socializing the new employees
D) developing performance evaluation criteria
E) rewarding conformity
Answer: B
Explanation: B) The selection process helps sustain the organization's culture by hiring candidates who
fit well within the organization. Selection also provides information to applicants. Those who perceive a
conflict between their values and those of the organization can remove themselves from the applicant
pool.
Page Ref: 520
LO: 3
34) Top management has a major impact on the organization's culture by ________.
A) establishing norms that filter down through the organization
B) ensuring a proper match of personal and organizational values
C) socializing new applicants in the pre-hiring phase
D) providing a framework for metamorphosis of new hires
E) properly rewarding employees' initiatives
Answer: A
Explanation: A) The actions of top management also have a major impact on the organization's culture.
Through words and behavior, senior executives establish norms that filter through the organization
about, for instance, whether risk taking is desirable, how much freedom managers should give
employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and
other rewards.
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Page Ref: 520
LO: 3
35) ________ is a process that helps new employees adapt to the prevailing organizational culture.
A) Satisficing
B) Reciprocal interdependence
C) Socialization
D) Formalization
E) Social loafing
Answer: C
Explanation: C) No matter how good a job the organization does in recruiting and selection, new
employees are not fully indoctrinated in the organization's culture and can disrupt beliefs and customs
already in place. The process that helps new employees adapt to the prevailing culture is socialization.
Page Ref: 520
LO: 3
Difficulty: Easy
36) The process of socialization consists of three stages. Which of the following is one of these three
stages?
A) metamorphosis
B) preencounter
C) evaluation
D) post-arrival
E) post-encounter
Answer: A
Explanation: A) We can think of socialization as a process with three stages: prearrival, encounter, and
metamorphosis.This process has an impact on the new employee's work productivity, commitment to the
organization's objectives, and eventual decision to stay with the organization.
Page Ref: 521
LO: 3
Difficulty: Easy
37) Identify the correct order of stages in the socialization process.

A) encounter, metamorphosis, post-encounter
B) prearrival, arrival, evaluation
C) prearrival, arrival, post-arrival
D) prearrival, encounter, metamorphosis
E) metamorphosis, preencounter, arrival
Answer: D
Explanation: D) We can think of socialization as a process with three stages: prearrival, encounter, and
metamorphosis.
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Page Ref: 521
LO: 3
Difficulty: Easy
38) The ________ stage of the socialization process explicitly recognizes that each individual the
organization comes across during the selection process has a set of values, attitudes, and expectations
about both the work to be done and the organization.
A) post-encounter
B) prearrival
C) metamorphosis
D) preencounter
E) post-arrival
Answer: B
Explanation: B) The prearrival stage explicitly recognizes that each individual arrives with a set of
values, attitudes, and expectations about both the work to be done and the organization.
Page Ref: 521
LO: 3
Difficulty: Easy
39) During the ________ stage, a new employee compares her expectations with the realities in the
organization.
A) prearrival
B) encounter
C) metamorphosis
D) post-arrival
E) post-encounter
Answer: B
Explanation: B) On entry into the organization, the new member enters the encounter stage and
confronts the possibility that expectations, about the job, co-workers, the boss, and the organization in
general, may differ from reality.
Page Ref: 521
LO: 3
Difficulty: Easy
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40) If there is a basic conflict between the individual's expectations and the reality of working in an
organization, the employee is most likely to be disillusioned and quit during the ________ stage of
socialization.
A) prearrival
B) post-arrival
C) encounter
D) metamorphosis
E) post-encounter
Answer: C
Explanation: C) On entry into the organization, the new member enters the encounter stage and
general, may differ from reality. If there occurs a mismatch between the expectations of the new member
and the reality then the new member may become disillusioned enough with the reality to resign.
Page Ref: 521
LO: 3
41) Higgins has recently joined a new law firm expecting to participate in exciting environmental law
cases and cutting edge research. After one month at the firm, he still hasn't been assigned a case and
spends most of his time filing standardized appeals for title disputes with insurance companies. In which
stage of the socialization process is Higgins?
A) prearrival
B) encounter
C) metamorphosis
D) post-encounter
E) post-arrival
Answer: B
Explanation: B) On entry into the organization, the new member enters the encounter stage and
general, may differ from reality. Higgins is in the encounter stage.
Page Ref: 521
LO: 3
Difficulty: Hard
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42) During the socialization process, to work out any problems discovered during the encounter stage,
the new member changes or goes through the ________ stage.
A) post-arrival
B) metamorphosis
C) post-encounter
D) analysis
E) evaluation
Answer: B
Explanation: B) During the socialization process, to work out any problems discovered during the
encounter stage, the new member changes or goes through the metamorphosis stage.
Page Ref: 522
LO: 3
Difficulty: Easy
43) Which of the following statements is true regarding random socialization?

A) Random socialization tries to strip away certain characteristics of the recruit.
B) Random socialization is carried out per a fixed time schedule.
C) In random socialization, new employees are left on their own to figure things out.
D) Random socialization involves socializing the newcomers in groups.
E) Specific orientation and classroom training programs are examples of random socialization.
Answer: C
Explanation: C) In random socialization, role models are deliberately withheld. New employees are left
on their own to figure things out.
Page Ref: 522
LO: 3
44) Which of the following types of socialization involves putting the new employee directly into the
job, with little or no special attention?
A) investiture socialization
B) serial socialization
C) collective socialization
D) fixed socialization
E) informal socialization
Answer: E
Explanation: E) Informal socialization involves putting the new employee directly into the job, with
little or no special attention.
Page Ref: 522
LO: 3
Difficulty: Easy
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45) ________ socialization assumes that the newcomer's qualities and qualifications are the necessary
ingredients for job success, so these qualities and qualifications are confirmed and supported.
A) Variable
B) Collective
C) Serial
D) Investiture
E) Formal
Answer: D
Explanation: D) Investiture socialization assumes that the newcomer's qualities and qualifications are
the necessary ingredients for job success, so these qualities and qualifications are confirmed and
supported.
Page Ref: 522
LO: 3
Difficulty: Easy
46) Which of the following statements is true about formal socialization?

A) Formal socialization involves socializing the new members individually.
B) Specific orientation and training programs are examples of formal socialization.
C) Apprenticeship and mentoring programs are examples of formal socialization.
D) Formal socialization lacks a fixed time schedule.
E) In formal socialization, new employees are left on their own to figure things out.
Answer: B
Explanation: B) The more a new employee is segregated from the ongoing work setting and
differentiated in some way to make explicit his or her newcomer's role, the more formal socialization is.
Specific orientation and training programs are examples of formal socialization.
Page Ref: 522
LO: 3
47) ________ socialization tries to strip away certain characteristics of the recruit.
A) Random
B) Fixed
C) Collective
D) Divestiture
E) Formal
Answer: D
Explanation: D) Divestiture socialization tries to strip away certain characteristics of the recruit.
Fraternity and sorority "pledges" go through divestiture socialization to shape them into the proper role.
Page Ref: 522
LO: 3
Difficulty: Easy
19
48) Apprenticeship is an example of ________ socialization.
A) divestiture
B) variable
C) serial
D) informal
E) investiture
Answer: C
Explanation: C) Serial socialization is characterized by the use of role models who train and encourage
the newcomer. Apprenticeship and mentoring programs are examples.
Page Ref: 522
LO: 3
49) By the end of the ________ stage of socialization, the new members internalize and accept the
norms of the organization and their work group, are confident in their competence, and feel trusted and
valued by their peers.
A) encounter
B) post-arrival
C) establishment
D) metamorphosis
E) adaptation
Answer: D
Explanation: D) To work out any problems discovered during the encounter stage, the new member
changes or goes through the metamorphosis stage. It is the last stage in the three-stage socialization
process. At the end of this stage, the new members internalize and accept the norms of the organization
and their work group, are confident in their competence, and feel trusted and valued by their peers.
Page Ref: 522
LO: 3
Difficulty: Easy
20
You are new to an organization and do not really know what to expect about the socialization process.
You recently received your MBA and have an undergraduate degree in computer science. Your new firm
is a software development company with an emphasis in the healthcare industry. Your hiring process
included campus interviews, a daylong trip for an interview at the company, an offer phone call and
letter, and some promotional material sent via the mail. When you arrive for your first day at work, you
spend half a day in an orientation session that is conducted by the human resources department, where
you complete paperwork and receive a company handbook. Then you spend the rest of the day with your
supervisor, who gives you a tour, introduces you to your co-workers, and explains your first project.
After that, you begin working and getting to know the others in the company. You find that in most
respects, your experience fits your expectations, but in some ways you are surprised by realities that you
hadn't expected. None of these surprises is too difficult to accept, so you eventually begin to feel at
home and happy with your new job.
50) The information that you receive during the interviewing and hiring process is a part of the
________ stage of employee socialization.
A) preencounter
B) prearrival
C) encounter
D) metamorphosis
E) post-encounter
Answer: B
Explanation: B) The prearrival stage explicitly recognizes that each individual arrives with a set of
values, attitudes, and expectations about both the work to be done and the organization. One way to
capitalize on the importance of prehire characteristics in socialization is to use the selection process to
inform prospective employees about the organization as a whole.
Page Ref: 521
LO: 3
51) Your first day at work is a part of the ________ stage of socialization.
A) orientation
B) prearrival
C) encounter
D) metamorphosis
E) post-encounter
Answer: C
confronts the possibility that expectations about the job, co-workers, the boss, and the organization in
general, may differ from reality. If expectations were fairly accurate, the encounter stage merely cements
earlier perceptions.
Page Ref: 521
LO: 3
21
52) When you begin to notice things that are not as you expected, you are in the ________ stage of
socialization.
A) orientation
B) prearrival
C) encounter
D) metamorphosis
E) post-arrival
Answer: C
general, may differ from reality.
Page Ref: 521
LO: 3
Difficulty: Hard
53) Which of the following steps could your supervisor take to best help you develop a commitment to
your new company?
A) encourage you to work independently at first to learn the ropes
B) explain the rules and policies of the organization to you
C) discourage you from putting too much emphasis on your perception of the organization
D) encourage you to look carefully at your own assumptions, which may be biased
E) encourage you to develop friendship ties within the organization
Answer: E
Explanation: E) It is important to encourage the newcomer to develop friendship ties in the organization
because newcomers are more committed when friends and co-workers help them "learn the ropes."
Page Ref: 521-522
LO: 3
Difficulty: Hard
54) When you start to accept the differences between your expectations and the reality of the
organization, you move into the ________ stage of socialization.
A) prearrival
B) post-arrival
C) acceptance
D) metamorphosis
E) post-encounter
Answer: D
Explanation: D) To work out any problems discovered during the encounter stage, the new member
changes or goes through the metamorphosis stage.
22
Page Ref: 522
LO: 3
Difficulty: Easy
55) Your supervisor provides you a mentor to help you with your work and guide you. This shows that
your supervisor is using a(n) ________ socialization technique.
A) divestiture
B) random
C) informal
D) serial
E) variable
Answer: D
Explanation: D) Serial socialization is characterized by the use of role models who train and encourage
the newcomer. Apprenticeship and mentoring programs are examples.
Page Ref: 522
LO: 3
56) ________ typically contain narratives about the organization's founders, rule breaking, or reactions
to past mistakes.
A) Stories
B) Material symbols
C) Rituals
D) Organizational charts
E) Corporate chants
Answer: A
Explanation: A) Stories circulate through organizations. They typically contain narratives about the
organization's founders, rule breaking, rags-to-riches successes, reductions in the workforce, relocation
of employees, reactions to past mistakes, and organizational coping.
Page Ref: 524
LO: 4
Difficulty: Easy
23
57) Bruce is new at Wayne Corp., but after a week he already knows that the founder of the corporation
started the business in his garage with only $4,000 and one client. This information was most likely
transmitted to Bruce by way of ________.
A) stories
B) material symbols
C) rituals
D) organizational charts
E) corporate chants
Answer: A
Explanation: A) Bruce most likely knows this legend through the passing of stories. Stories circulate
through organizations. They typically contain a narrative of events about the organization's founders,
rule breaking, rags-to-riches successes, reductions in the workforce, relocation of employees, and
organizational coping.
Page Ref: 524
LO: 4
58) Company chants are examples of ________.

A) rituals
B) material symbols
C) stories
D) company policies
E) business strategies
Answer: A
Explanation: A) Company chants are examples of rituals. Rituals are repetitive sequences of activities
that express and reinforce the key values of the organization — what goals are most important, which
people are important, and which people are expendable.
Page Ref: 524
LO: 4
59) Company chants are used to ________.

A) inform employees about changes in rules and policies
B) transmit company culture to employees
C) inform employees about latest technologies
D) communicate company strategies to the employees
E) update employees regarding performance of the company
Answer: B
Explanation: B) Company chants are used for transmitting company culture to employees.
Page Ref: 524
LO: 4
24
60) Which of the following can act as a common denominator to unite members of a given culture or
subculture?
A) mechanistic organizational structure
B) 360-degree appraisals
C) jargons and acronyms that are specific to the organization
D) bureaucratic organizational structure
E) narrow span of control
Answer: C
Explanation: C) Many organizations and subunits within them use language to help members identify
with the culture, attest to their acceptance of it, and help preserve it. New employees may at first be
overwhelmed by acronyms and jargon, that, once assimilated, act as a common denominator to unite
members of a given culture or subculture.
Page Ref: 524
LO: 4
61) Alcoa headquarters has few individual offices, even for senior executives. The space is essentially
made up of cubicles, common areas, and meeting rooms. This informality conveys to employees that
Alcoa values ________.
A) autocracy
B) competitiveness
C) rigidity
D) equality
E) formalization
Answer: D
Explanation: D) The informality at the Alcoa headquarters conveys to employees that Alcoa values
openness, equality, creativity, and flexibility.
Page Ref: 524
LO: 4
25
Ask Socrates Inc. is a computer software company that employs highly intelligent, but somewhat
unusual people. Every Friday, free lollipops, toys, or other treats are given out to encourage employees
to remember how creative they were when they were children. All the new members of the organization
are told about the founders who were three young people who "got lucky" and sold a video game that
they invented. The employees are allowed to dress informally and can set their own working hours.
62) Which of the following is most likely to be used by Ask Socrates Inc. to inform its new employees
about its founders?
A) stories
B) material symbols
C) organizational charts
D) rituals
E) corporate chants
Answer: A
Explanation: A) Stories circulate through organizations. They typically contain a narrative of events
about the organization's founders, rule breaking, rags-to-riches successes, reductions in the workforce,
relocation of employees, reactions to past mistakes, and organizational coping. These stories anchor the
present in the past and explain and legitimize current practices.
Page Ref: 524
LO: 4
63) The regular distribution of lollipops, toys, or treats every Friday is an example of a ________ that
helps reinforce AskSocrates' culture.
A) dominant mechanism
B) ritual
C) primary process
D) protective mechanism
E) fundamental procedure
Answer: B
Explanation: B) Rituals are repetitive sequences of activities that express and reinforce the key values
of the organization, what goals are most important, which people are important, and which people are
expendable.
Page Ref: 524
LO: 4
26
64) AskSocrates Inc. employees are allowed to dress informally. This is an example of a ________
through which organizational culture is transmitted.
A) primary procedure
B) ritual
C) material symbol
D) symbolic act
E) fundamental mechanism
Answer: C
Explanation: C) Material symbols convey to employees who is important, the degree of egalitarianism
top management desires, and the kinds of behavior that are appropriate. A few examples of material
symbols include the size of offices, the elegance of furnishings, executive perks, and attire.
Page Ref: 524
LO: 4
65) An organizational culture most likely to shape high ethical standards among its members is one that
________.
A) is low in risk tolerance
B) is high in aggressiveness
C) focuses only on outcomes
D) takes a short-term perspective
E) balances the rights of multiple stakeholders
Answer: E
Explanation: E) The organizational culture most likely to shape high ethical standards among its
members is one that's high in risk tolerance, low to moderate in aggressiveness, and focused on means as
well as outcomes. This type of culture also takes a long-term perspective and balances the rights of
multiple stakeholders, including the communities in which the business operates, its employees, and its
stockholders.
Page Ref: 525
LO: 5
27
66) When Mary joins Wayne Enterprises, she is made to sign an agreement including the "non-compete
clause" (an agreement where the employee promises not to work for a competing firm for a set period
after leaving his or her current employer), as a condition of her employment. Though courts nowadays
are increasingly ruling that these agreements are not binding, most competitor firms are unwilling to
consider hiring Mary during the period covered by the agreement. Which of the following, if true,
explains this situation?
A) Most people who have signed such agreements are willing to renege on a promise by going to work
for a competing firm.
B) The companies' main source of new employees tends to be people who are already employed by
competing firms.
C) Most companies that require their employees to sign agreements not to compete are aware that these
documents are not legally binding.
D) Most companies will not risk getting involved in lawsuits, even suits that they expect to have a
favorable outcome.
E) Most companies consider their employees' established relationships with clients and other people
outside the company to be valuable company assets.
Answer: D
Explanation: D) The fact that most people who have signed such agreements are willing to renege on a
promise by going to work for a competing firm is irrelevant as why individuals are not significant but
what the employer is. The fact that the companies' main source of new employees tends to be people
who are already employed by competing firms weakens the conclusion. The fact that most companies
that require their employees to sign agreements not to compete are aware that these documents are not
legally binding doesn't address the paradox. As most companies will not risk having to become involved
in lawsuits, even suits that they expect to have a favorable outcome, it clearly shows why the employer
is unwilling to hire.
Page Ref: 525
LO: 5
Difficulty: Hard
67) Pam works for a corporation that recently fired three top managers who were caught using the
company credit cards to lavishly furnish their offices and even purchase "office" furniture that was
found in their personal homes. Which method of maintaining an ethical culture is Pam's company
pursuing?
A) serve as a visible role model
B) communicate ethical expectations
C) provide ethical training
D) visibly punish unethical acts
E) provide protective mechanisms
Answer: D
Explanation: D) Research suggests managers can have an effect on the ethical behavior of employees
by adhering to the following principles: be a visible role model, communicate ethical expectations,
provide ethical training, visibly reward ethical acts and punish unethical ones, and provide protective
mechanisms. In this example, the company is visibly punishing unethical acts.
28
Page Ref: 526
LO: 5
68) A positive organizational culture emphasizes ________.

A) the use of negative reinforcement and punishment
B) the use of rituals in transmitting organizational culture
C) individual vitality and growth
D) the significance of highly centralized management
E) organizational standardization and institutionalization
Answer: C
Explanation: C) A positive organizational culture emphasizes building on employee strengths, rewards
more than it punishes, and emphasizes individual vitality and growth.
Page Ref: 527
LO: 6
Difficulty: Easy
69) Larry has an employee who is amazing at clearly seeing rules and enforcing them. He has recently
promoted her to the lead position in quality assurance. Which method of creating a positive
organizational culture is Larry utilizing?
A) rewarding more than punishing
B) building on organization strengths
C) using standardized practices
D) building on employee strengths
E) transmitting organizational culture through rituals
Answer: D
Explanation: D) Larry is building on employee strengths. Because his employee is good at enforcing
rules, he is showing her how she can put that strength to use. Although a positive organizational culture
does not ignore problems, it does emphasize showing workers how they can capitalize on their strengths.
Page Ref: 527
LO: 6
29
70) Patricia is a team leader. When looking at an e-mail from one of her team members, Patricia noticed
that the e-mail was sent at nine-thirty in the evening. The next day she personally went to the employee's
cubicle and told him how much she appreciated him staying late to get the project to the client on time.
Which aspect of creating a positive organizational culture is Patricia utilizing?
C) emphasizing individual growth
D) building on employee strengths
E) providing extrinsic rewards
Answer: A
Explanation: A) Patricia is utilizing rewards, rather than punishment. Most organizations are focused on
extrinsic rewards such as pay and promotions, and often forget about the power of smaller rewards such
as the praise that Patricia is giving.
Page Ref: 527
LO: 6
Difficulty: Hard
71) Liz is the lead editor for a small, city newspaper. One of her advertising sales representatives is
pulling in a lot of restaurant clients. Liz realizes that the representative is quite knowledgeable about
food and speaks quite elegantly when describing different dishes. She has begun discussing with the
representative the possibility of collaborating with a writer to include a weekly restaurant review, which
includes the representative on the byline. After the first couple of reviews, the representative is able to
increase ad sizes and sales. He is very happy with his new job diversification. Which aspect of creating a
positive organizational culture is Liz utilizing?
C) emphasizing individual vitality and growth
D) creating loose management oversight
E) using narrow spans of control
Answer: C
Explanation: C) A positive organizational culture emphasizes not only organizational effectiveness but
also individuals' growth. No organization will get the best from employees who see themselves as mere
cogs in the machine. Liz is helping her employee discover new aspects of his abilities and giving him
new career opportunities.
Page Ref: 528
LO: 6
30
72) Organizations that promote a spiritual culture ________.
A) use stories for transmitting the organizational culture to the employees
B) use wide spans of control
C) recognize that people seek to find meaning and purpose in their work
D) de-emphasize community differences within the organization
E) tend to downplay the importance of employee satisfaction
Answer: C
Explanation: C) Workplace spirituality is not about organized religious practices. It's not about God or
theology. Workplace spirituality recognizes that people have an inner life that nourishes and is nourished
by meaningful work in the context of community. Organizations that promote a spiritual culture
recognize that people seek to find meaning and purpose in their work and desire to connect with other
human beings as part of a community.
Page Ref: 529
LO: 7
73) Which of the following terms refers to the recognition that people have an inner life that nourishes
and is nourished by meaningful work that takes place in the context of community?
A) dominant culture
B) fundamental mechanism
C) workplace spirituality
D) outcome orientation
E) subculture
Answer: C
Explanation: C) Workplace spirituality refers to the recognition that people have an inner life that
nourishes and is nourished by meaningful work that takes place in the context of community.
Page Ref: 529
LO: 7
Difficulty: Easy
74) How can U.S. managers be culturally sensitive?

A) by indulging in frequent discussions about religion
B) by discussing politics frequently
C) by listening more
D) by speaking quickly
E) by talking in a high tone of voice
Answer: C
Explanation: C) Some ways in which U.S. managers can be culturally sensitive include talking in a low
tone of voice, speaking slowly, listening more, and avoiding discussions of religion and politics.
Page Ref: 532
LO: 8
31
75) All societies are divided into several economic roles. The values of a society are embodied in the
people who fill various economic roles. Therefore, the introduction of labor saving technology like
automation makes certain economic roles obsolete. This tends to undermine the values in that society.
Which of the following can be concluded on the basis of the information above?
A) If societies are shielded from technological advancement, they will possess unchanging values.
B) Technology cannot eliminate economic roles in a society whose values are insusceptible to change.
C) Technology doesn't undermine the values in a social system.
D) A technologically advanced society will eliminate all values on the prestige associated with an
economic role.
E) A technological innovation that is implemented in a society foreign to the one in which it was
developed will tend to undermine the society in which it is developed.
Answer: B
Explanation: B) The argument states that labor-saving technology will undermine the value. Hence, a
social system whose values are not susceptible to change would not be one in which technology can
eliminate economic roles. The argument doesn't mention anything about general technological
advancement. It is a far reach to conclude that a technologically advanced society places little value on
the prestige associated with an economic role. The fact that a technological innovation that is
implemented in a society foreign to the one in which it was developed will tend to undermine the society
in which it is developed, is irrelevant.
Page Ref: 532
LO: 8
Difficulty: Hard
76) Which of the following statements is true regarding effects of national culture on organizational
culture and ethical behavior within organization?
A) As compared to managers in the United States, managers in developing economies are less likely to
see ethical decisions as embedded in a social environment.
B) Organizations can safely ignore local culture while establishing its operation in another country.
C) Generally, U.S. managers see bribery, nepotism, and favoring personal contacts as highly unethical.
D) Organizational cultures rarely reflect national culture.
E) Most U.S. managers do not view profit maximization as a moral obligation.
Answer: C
Explanation: C) Organizational cultures often reflect national culture and organizations cannot ignore
local culture while establishing its operation in another country. As compared to managers in United
States, managers in developing economies are more likely to see ethical decisions as embedded in a
social environment. U.S. managers endorse the supremacy of anonymous market forces and implicitly or
explicitly view profit maximization as a moral obligation for business organizations. This worldview
sees bribery, nepotism, and favoring personal contacts as highly unethical.
Page Ref: 532
LO: 8
32
77) Aggressiveness is one of the seven primary characteristics of organizational culture that capture the
essence of an organization's culture. It indicates the degree to which employees are encouraged to be
innovative and take risks.
Answer: FALSE
Explanation: Aggressiveness indicates the degree to which people are aggressive and competitive rather
than easygoing. Innovation and risk taking indicates the degree to which employees are encouraged to
be innovative and take risks.
Page Ref: 513
LO: 1
Difficulty: Easy
78) Attention to detail is a primary characteristic of an organization's culture that indicates the degree to
which management focuses on results or outcomes rather than on the techniques and processes used to
achieve them.
Answer: FALSE
Explanation: Attention to detail indicates the degree to which employees are expected to exhibit
precision, analysis,and attention to detail. Outcome orientation indicates the degree to which
management focuses on results or outcomes rather than on the techniques and processes used to achieve
them.
Page Ref: 513
LO: 1
Difficulty: Easy
79) Individuals with different backgrounds or at different levels in the organization will tend to describe
the organization's culture in similar terms.
Answer: TRUE
Explanation: Organizational culture represents a common perception the organization's members hold.
We should expect, therefore, that individuals with different backgrounds or at different levels in the
organization will tend to describe its culture in similar terms.
Page Ref: 514
LO: 1
80) Subcultures act to undermine the dominant culture.

Answer: FALSE
Explanation: Subcultures tend to develop in large organizations to reflect common problems, situations,
or experiences faced by groups of members in the same department or location. Subcultures include the
core values of the dominant culture plus additional values unique to the respective departments.
Page Ref: 514
LO: 1
33
81) A dominant culture expresses the core values a majority of members share and that give the
organization its distinct personality.
Answer: TRUE
Explanation: A dominant culture expresses the core values a majority of members share and that give
the organization its distinct personality.
Page Ref: 514
LO: 1
Difficulty: Easy
82) A strong culture tends to reduce employee turnover.

Answer: TRUE
Explanation: A strong culture should reduce employee turnover, because it demonstrates high agreement
about what the organization represents.
Page Ref: 515
LO: 1
Difficulty: Easy
83) The stronger an organization's culture, the more management should be concerned with developing
formal rules and regulations to guide employee behavior.
Answer: FALSE
Explanation: The stronger an organization's culture, the less management need be concerned with
developing formal rules and regulations to guide employee behavior.
Page Ref: 516
LO: 1
84) In virtual organizations, it is difficult to establish a common set of norms.

Answer: TRUE
Explanation: In virtual organizations, the lack of frequent face-to-face contact makes establishing a
common set of norms very difficult.
Page Ref: 516
LO: 2
Difficulty: Easy
85) Culture facilitates commitment to something larger than individual self-interest.

Answer: TRUE
Explanation: Culture facilitates commitment to something larger than individual self-interest.
Page Ref: 516
LO: 2
Difficulty: Easy
34
86) A strong culture tends to be a liability for an organization when its environment is undergoing rapid
change.
Answer: TRUE
Explanation: Culture is a liability when the shared values are not in agreement with those that further
the organization's effectiveness. This is most likely when an organization's environment is undergoing
rapid change and its entrenched culture may no longer be appropriate.
Page Ref: 518
LO: 2
Difficulty: Easy
87) The encounter stage of the socialization process consists of the period of learning that occurs before
a new employee joins an organization.
Answer: FALSE
Explanation: On entry into the organization, the new member enters the encounter stage and confronts
the possibility that expectations — about the job, co-workers, the boss, and the organization in general
— may differ from reality.
Page Ref: 521
LO: 3
Difficulty: Easy
88) During the metamorphosis stage of the socialization process, a new employee compares her
expectations — about the job, co-workers, the boss, and the organization in general — with the reality in
the organization.
Answer: FALSE
Explanation: During the encounter stage of the socialization process, a new employee compares her
expectations — about the job, co-workers, the boss, and the organization in general — with the reality in
the organization. To work out any problems discovered during the encounter stage, the new member
changes or goes through the metamorphosis stage.
Page Ref: 522
LO: 3
Difficulty: Easy
89) Serial socialization is characterized by the use of role models who train and encourage a newcomer.
Answer: TRUE
Explanation: Serial socialization is characterized by the use of role models who train and encourage a
newcomer. Apprenticeship and mentoring programs are examples.
Page Ref: 522
LO: 3
Difficulty: Easy
35
90) Apprenticeship and mentoring programs are examples of random socialization.
Answer: FALSE
Explanation: Apprenticeship and mentoring programs are examples of serial socialization. Serial
socialization is characterized by the use of role models who train and encourage the newcomer.
Page Ref: 522
LO: 3
Difficulty: Easy
91) Formal socialization involves putting the new employee directly into the job, with little or no special
attention.
Answer: FALSE
Explanation: The more a new employee is segregated from the ongoing work setting and differentiated
in some way to make explicit his or her newcomer's role, the more formal socialization is. Specific
orientation and training programs are examples. Informal socialization puts the new employee directly
into the job, with little or no special attention.
Page Ref: 522
LO: 3
Difficulty: Easy
92) The more management relies on formal, collective, sequential, fixed, and serial socialization
programs and emphasize divestiture, the more likely newcomers' differences will be stripped away and
replaced by standardized predictable behaviors.
Answer: TRUE
Explanation: The more management relies on formal, collective, sequential, fixed, and serial
socialization programs and emphasize divestiture, the more likely newcomers' differences will be
stripped away and replaced by standardized predictable behaviors. These institutional practices are
common in police departments, fire departments, and other organizations that value rule following and
order.
Page Ref: 522
LO: 3
93) Material symbols convey to employees the degree of egalitarianism that is desired by top
management.
Answer: TRUE
Explanation: Material symbols are what conveys to employees who is important, the degree of
egalitarianism top management desires, and the kinds of behavior that are appropriate.
Page Ref: 524
LO: 4
Difficulty: Easy
36
94) An organizational culture that encourages its managers to engage in severe competition and
discourages them from taking risks and innovating, is most likely to shape high ethical standards among
its members.
Answer: FALSE
Explanation: An organizational culture that encourages its managers in taking risks and innovating and
discourages them from engaging in unbridled competition, is most likely to shape high ethical standards
among its members.
Page Ref: 525
LO: 5
95) A positive organizational culture emphasizes building on employee strengths, rewards more than it
punishes, and emphasizes individual vitality and growth.
Answer: TRUE
Explanation: A positive organizational culture emphasizes building on employee strengths, rewards
more than it punishes, and emphasizes individual vitality and growth.
Page Ref: 527
LO: 6
Difficulty: Easy
96) Workplace spirituality recognizes that people have an inner life that nourishes and is nourished by
meaningful work in the context of community.
Answer: TRUE
Explanation: Workplace spirituality recognizes that people have an inner life that nourishes and is
nourished by meaningful work in the context of community. Organizations that promote a spiritual
culture recognize that people seek to find meaning and purpose in their work and desire to connect with
other human beings as part of a community
Page Ref: 529
LO: 7
Difficulty: Easy
97) Spiritual organizations discourage flexible thinking and creativity among employees.
Answer: FALSE
Explanation: Spiritual organizations value flexible thinking and creativity among employees.
Page Ref: 531
LO: 7
Difficulty: Easy
37
98) Organizational cultures often reflect national cultures.
Answer: TRUE
Explanation: Organizational cultures often reflect national cultures.
Page Ref: 532
LO: 8
Difficulty: Easy
99) What are the seven primary characteristics that capture the essence of an organization's culture?
Answer: The seven primary characteristics that capture the essence of an organization's culture are:
1. Innovation and risk taking: The degree to which employees are encouraged to be innovative and take
risks.
2. Attention to detail: The degree to which employees are expected to exhibit precision, analysis, and
attention to detail.
3. Outcome orientation: The degree to which management focuses on results or outcomes rather than on
the techniques and processes used to achieve them.
4. People orientation: The degree to which management decisions take into consideration the effect of
outcomes on people within the organization.
5. Team orientation: The degree to which work activities are organized around teams rather than
individuals.
6. Aggressiveness: The degree to which people are aggressive and competitive rather than easygoing.
7. Stability: The degree to which organizational activities emphasize maintaining the status quo in
contrast to growth.
Page Ref: 512-513
LO: 1
100) Compare and contrast dominant culture and subculture.

Answer: Organizational culture represents a common perception the organization's members hold. A
dominant culture expresses the core values shared by a majority of the organization's members.
Subcultures tend to develop in large organizations to reflect common problems, situations, or
experiences faced by groups of members in the same department or location. Subcultures include the
core values of the dominant culture plus additional values unique to members of the respective
department. If organizations were composed only of numerous subcultures, organizational culture as an
independent variable would be significantly less powerful. It is the "shared meaning" aspect of culture
that makes it such a potent device for guiding and shaping behavior.
Page Ref: 514
LO: 1
Quest. Category: Synthesis
38
101) Describe the characteristics of a strong culture.
Answer: Strong cultures have a greater impact on employee behavior and are more directly related to
reduced turnover. In a strong culture, the organization's core values are both intensely held and widely
shared. The more members who accept the core values and the greater their commitment to those values
is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members
because the high degree of sharedness and intensity creates an internal climate of high behavioral
control. One specific result of a strong culture should be lower employee turnover. A strong culture
demonstrates high agreement among members about what the organization stands for. Such unanimity of
purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen
employees' propensity to leave the organization.
Page Ref: 514,515
LO: 1
102) "Formalization and culture are two different roads to a common destination." Explain the
statement.
Answer: High formalization creates predictability, orderliness, and consistency. A strong culture
achieves the same end without the need for written documentation. Therefore, we should view
formalization and culture as two different roads to a common destination. The stronger an organization's
culture, the less management need be concerned with developing formal rules and regulations to guide
employee behavior. Those guides will be internalized in employees when they accept the organization's
culture.
Page Ref: 515-516
LO: 1
103) Explain the concept of organizational climate.

Answer: Organizational climate refers to the shared perceptions organizational members have about
their organization and work environment. This aspect of culture is like team spirit at the organizational
level. When everyone has the same general feelings about what's important or how well things are
working, the effect of these attitudes will be more than the sum of the individual parts. One meta-
analysis found that across dozens of different samples, psychological climate was strongly related to
individuals' level of job satisfaction, involvement, commitment, and motivation. A positive overall
workplace climate has been linked to higher customer satisfaction and financial performance as well.
Page Ref: 516
LO: 2
39
104) Describe the various situations under which culture acts as a liability.
Answer: The various situations under which culture acts as a liability are:
a) Institutionalization: When an organization undergoes institutionalization and becomes
institutionalized — that is, it is valued for itself and not for the goods or services it produces — it takes
on a life of its own, apart from its founders or members. It doesn't go out of business even if its original
goals are no longer relevant. Acceptable modes of behavior become largely self-evident to members, and
although this isn't entirely negative, it does mean behaviors and habits that should be questioned and
analyzed become taken for granted, which can stifle innovation and make maintaining the organization's
culture an end in itself.
b) Barriers to change: Culture is a liability when the shared values are not in agreement with those that
further the organization's effectiveness. This is most likely when an organization's environment is
undergoing rapid change and its entrenched culture may no longer be appropriate
c) Barriers to diversity: By limiting the range of acceptable values and styles, strong cultures put
considerable pressure on employees to conform.
d) Barriers to acquisitions and mergers: Historically, when management looked at acquisition or merger
decisions, the key factors were financial advantage and product synergy. In recent years, cultural
compatibility has become the primary concern.
Page Ref: 517-518
LO: 2
105) Discuss the difference between strong and weak organizational cultures and discuss the effect that a
strong culture can have on an acquisition or merger.
Answer: Strong cultures have a greater impact on employee behavior and are more directly related to
reduced turnover. In a strong culture, the organization's core values are both intensely held and widely
shared. The more members who accept the core values and the greater their commitment to those values
is, the stronger the culture is. A strong culture will have a great influence on the behavior of its members
because the high degree of sharedness and intensity creates an internal climate of high behavioral
control. One specific result of a strong culture should be lower employee turnover. A strong culture
demonstrates high agreement among members about what the organization stands for. Such unanimity of
purpose builds cohesiveness, loyalty, and organizational commitment. These qualities, in turn, lessen
employees' propensity to leave the organization.
In recent years, cultural compatibility has become the primary concern. All things being equal, whether
the acquisition actually works seems to have more to do with how well the two organizations' cultures
match up. The primary cause of failure is conflicting organizational cultures, when people simply don't
match up. Therefore, when considering an acquisition or merger, management would need to carefully
evaluate the cultures of each organization.
Page Ref: 514-515, 518-519
LO: 1, 2
40
106) How does organizational culture develop?
Answer: An organization's current customs, traditions, and general way of doing things are largely due
to what it has done before and the degree of success it has had with those endeavors. The founders of an
organization traditionally have a major impact on that organization's early culture. They have a vision of
what the organization should be. The small size that typically characterizes new organizations further
facilitates the founders' imposition of their vision on all organizational members. The process of culture-
creation occurs in three ways.
a) First, founders only hire and keep employees who think and feel the way they do.
b) Second, they indoctrinate and socialize these employees to their way of thinking and feeling.
c) And finally, the founders' own behavior acts as a role model that encourages employees to identify
with them and thereby internalize their beliefs, values, and assumptions.
When the organization succeeds, the founders' vision becomes seen as a primary determinant of that
success. At this point, the founders' entire personalities become embedded in the culture of the
organization.
Page Ref: 519
LO: 3
107) Explain how an institutionalized culture can be a barrier to diversity. Describe how an organization
could utilize the three forces at play in sustaining a culture to help create a diverse workforce.
Answer: By limiting the range of acceptable values and styles, strong cultures put considerable pressure
on employees to conform. In some instances, a strong culture that condones prejudice can even
undermine formal corporate diversity policies. Strong cultures can also be liabilities when they support
institutional bias or become insensitive to people who are different.
Hiring new employees who differ from the majority in race, age, gender, disability, or other
characteristics creates a paradox: management wants to demonstrate support for the differences these
employees bring to the workplace, but newcomers who wish to fit in must accept the organization's core
cultural values. Because diverse behaviors and unique strengths are likely to diminish as people attempt
to assimilate, strong cultures can become liabilities when they effectively eliminate these advantages.
The explicit goal of the selection process is to identify and hire individuals with the knowledge, skills,
and abilities to perform successfully. Taking diversity into consideration at this phase does not have to
be antagonistic to the culture. The final decision, because it's significantly influenced by the decision
maker's judgment of how well the candidates will fit into the organization, identifies people whose
values are essentially consistent with at least a good portion of the organization's. Looking beyond
surface level differences at the selection phase will help create a diverse workforce.
Through words and behavior, senior executives establish norms that filter through the organization
about, for instance, whether risk taking is desirable, how much freedom managers should give
employees, what is appropriate dress, and what actions pay off in terms of pay raises, promotions, and
other rewards. Management actions should be inclusive and non-prejudicial to create a diverse and
functional culture.
During the metamorphosis stage of socialization management should use institutional practices to
encourage person-organization fit and high levels of commitment.
41
Page Ref: 518, 520-522
LO: 2, 3
108) Explain the primary methods of maintaining an organization's culture.

Answer: Once a culture is in place, there are practices within the organization that act to maintain it by
giving employees a set of similar experiences. Three forces play a particularly important part in
sustaining a culture: selection practices, the actions of top management, and socialization methods.
a) Selection: Selection can ensure the hiring of people who have values essentially consistent with those
of the organization, or at least a good portion of those values. In addition, the selection process provides
information to applicants about the organization. Candidates learn about the organization and, if they
perceive a conflict between their values and those of the organization, they can self-select themselves
out of the applicant pool.
b) Top management: In addition to selection, the actions of top management also have a major impact on
the organization's culture. Through what they say and how they behave, senior executives establish
norms that filter down through the organization as to whether risk taking is desirable; how much
freedom managers should give their employees; what is appropriate dress; what actions will pay off in
terms of pay raises, promotions, and other rewards; and the like.
c) Socialization: Finally, no matter how good a job the organization does in recruiting and selection, new
employees are not fully indoctrinated in the organization's culture. Because they are unfamiliar with the
organization's culture, new employees are potentially likely to disturb the beliefs and customs that are in
place. The organization will, therefore, want to help new employees adapt to its culture. This is done
through the process of socialization.
Page Ref: 520-521
LO: 3
109) Describe the three stages involved in the process of socialization.

Answer: The process that helps new employees adapt to the prevailing culture is socialization. The three
stages of socialization are prearrival, encounter, and metamorphosis.
a) The prearrival stage recognizes that each individual arrives with a set of values, attitudes, and
expectations. These cover both the work to be done and the organization.
b) Upon entry into the organization, the new member enters the encounter stage. Here, the individual
confronts the possible dichotomy between her expectations and reality.
c) Finally, the new member must work out any problems discovered during the encounter stage. This
may mean going through changes — hence, this is called the metamorphosis stage.
Page Ref: 521-522
LO: 3
42
110) Explain the difference between investiture socialization and divestiture socialization.
Answer: Investiture socialization assumes that the newcomer's qualities and qualifications are the
necessary ingredients for job success, so these qualities and qualifications are confirmed and supported.
Divestiture socialization tries to strip away certain characteristics of the recruit. Fraternity and sorority
"pledges" go through divestiture socialization to shape them into the proper role.
Page Ref: 522
LO: 2
Difficulty: Easy
111) What are the various ways in which the organizational culture can be transmitted to the employees?
Answer: Culture is transmitted to employees in a number of forms, the most potent being stories,
rituals, material symbols, and language.
a) Stories: Stories contain a narrative of events about the organization's founders, rule breaking, rags-to-
riches successes, reductions in the workforce, relocation of employees, reactions to past mistakes, and
organizational coping. These stories anchor the present in the past and provide explanations and
legitimacy for current practices.
b) Rituals: Rituals are repetitive sequences of activities that express and reinforce the key values of the
organization, what goals are most important, which people are important and which are expendable.
c) Material symbols: The layout of corporate headquarters, the types of automobiles top executives are
given, and the presence or absence of corporate aircraft are a few examples of material symbols. These
material symbols convey to employees who is important, the degree of egalitarianism desired by top
management, and the kinds of behavior that are appropriate.
d) Language: Many organizations and units within organizations use language as a way to identify
members of a culture or subculture. By learning this language, members attest to their acceptance of the
culture and, in doing so, help to preserve it. Organizations, over time, often develop unique terms to
describe equipment, offices, key personnel, suppliers, customers, or products that relate to its business.
New employees are frequently overwhelmed with acronyms and jargon, that, once assimilated, acts as a
common denominator that unites members of a given culture or subculture.
Page Ref: 524
LO: 4
43
112) What can management do to create a more ethical culture within an organization?
Answer: To create a more ethical culture, management can take a number of steps.
a) Management can be a visible role model. Employees will look to top management behavior as a
benchmark for defining appropriate behavior.
b) Management can communicate ethical expectations. Ethical ambiguities can be minimized by
creating and disseminating an organizational code of ethics. It should state the organization's primary
values and the ethical rules that employees are expected to follow.
c) Management can provide ethical training. Training sessions can be used to reinforce the organization's
standards of conduct, to clarify what practices are and are not permissible, and to address possible
ethical dilemmas.
d) Management can visibly reward ethical acts and punish unethical ones. Performance appraisals of
managers should include a point-by-point evaluation of how his or her decisions measured against the
organization's code of ethics. Appraisals must include the means taken to achieve goals as well as the
ends themselves.
e) Finally, the organization needs to provide formal mechanisms so that employees can discuss ethical
dilemmas and report unethical behavior without fear of reprimand. This might include creation of ethical
counselors, ombudsmen, or ethical officers.
Page Ref: 526
LO: 5
113) Provide examples of how an ethical culture can be transmitted through stories, rituals, and material
symbols?
Answer: A company could transmit ethical culture through stories that tell of employees that were
punished for unethical acts such as excessive use of company funds or stealing. Ethics could be
transferred through rituals that enforce ethical behavior, such as counting or tracking perfect banking
accounting and rewarding those employees that never have discrepancies with a ritual of recognition. A
manager that maintained a humble work environment would be an example of material symbols that
would promote an ethical environment.
Page Ref: 524-527
LO: 4, 5
Difficulty: Easy
44
114) Explain the characteristics of a positive organizational culture.
Answer: A positive organizational culture emphasizes building on employee strengths, rewards more
than it punishes, and emphasizes individual vitality and growth.
a) Building on employee strengths: Although a positive organizational culture does not ignore problems,
it does emphasize showing workers how they can capitalize on their strengths.
b) Rewarding more than punishing: Although most organizations are sufficiently focused on extrinsic
rewards such as pay and promotions, they often forget about the power of smaller (and cheaper) rewards
such as praise.
c) Emphasizing vitality and growth: No organization will get the best from employees who see
themselves as mere cogs in the machine. A positive culture recognizes the difference between a job and
a career. It supports not only what the employee contributes to organizational effectiveness but also how
the organization can make the employee more effective — personally and professionally.
Page Ref: 527-528
LO: 6
115) Compare and contrast an ethical organizational culture and a positive organizational culture. How
are they similar and different?
Answer: The organizational culture most likely to shape high ethical standards among its members is
one that's high in risk tolerance, low to moderate in aggressiveness, and focused on means as well as
outcomes. This type of culture also takes a long-term perspective and balances the rights of multiple
stakeholders, including the communities in which the business operates, its employees, and its
stockholders. Managers are supported for taking risks and innovating, discouraged from engaging in
unbridled competition, and guided to pay attention not just to what goals are achieved but also to how. If
the culture is strong and supports high ethical standards, it should have a very powerful and positive
influence on employee behavior.
Research suggests managers can have an effect on the ethical behavior of employees by adhering to the
following principles: be a visible role model, communicate ethical expectations, provide ethical training,
visibly reward ethical acts and punish unethical ones, provide protective mechanisms.
A positive organizational culture emphasizes building on employee strengths, rewards more than it
punishes, and emphasizes individual vitality and growth. The steps to create a positive work culture are
more focused on the behavior of the employee, whereas the steps to creating an ethical work culture
focus more on the behavior and responsibilities of management. They both take a long-term perspective
and are concerned with balancing the rights and happiness of the employees and the investors.
Page Ref: 525-529
LO: 5, 6
45
116) What is workplace spirituality?
Answer: Workplace spirituality recognizes that people have an inner life that nourishes and is nourished
by meaningful work in the context of community. Organizations that promote a spiritual culture
recognize that people seek to find meaning and purpose in their work and desire to connect with other
human beings as part of a community.
Page Ref: 529
LO: 7
117) What are the characteristics of a spiritual organization?

Answer: Several cultural characteristics tend to be evident in spiritual organizations:
a) Benevolence. Spiritual organizations value showing kindness toward others and promoting the
happiness of employees and other organizational stakeholders.
b) Strong sense of purpose. Spiritual organizations build their cultures around a meaningful purpose.
Although profits may be important, they're not the primary value of the organization.
c) Trust and respect. Spiritual organizations are characterized by mutual trust, honesty, and openness.
Employees are treated with esteem and value, consistent with the dignity of each individual.
d) Open-mindedness. Spiritual organizations value flexible thinking and creativity among employees.
Page Ref: 531
LO: 7
46

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Organizational Behavior, 15e (Robbins/Judge)

Chapter 16 Organizational Culture

11) ________ are indicators of a strong organizational culture.

28) Culture is most likely to be a liability when ________.

37) Identify the correct order of stages in the socialization process.

43) Which of the following statements is true regarding random socialization?

46) Which of the following statements is true about formal socialization?

58) Company chants are examples of ________.

59) Company chants are used to ________.

68) A positive organizational culture emphasizes ________.

74) How can U.S. managers be culturally sensitive?

80) Subcultures act to undermine the dominant culture.

82) A strong culture tends to reduce employee turnover.

84) In virtual organizations, it is difficult to establish a common set of norms.

85) Culture facilitates commitment to something larger than individual self-interest.

100) Compare and contrast dominant culture and subculture.

103) Explain the concept of organizational climate.

108) Explain the primary methods of maintaining an organization's culture.

109) Describe the three stages involved in the process of socialization.

117) What are the characteristics of a spiritual organization?

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